medicinmanmedicinman.net/download/medicinman_august_2016.pdfarises when the term ‘digital’ is...

“MEDICINMAN

Field Force excellenceAugust 2016| www.medicinman.net

Indian Pharma’s First Digital Magazine Since 2011

TM

...before MedicinMan, I thought nobody cared for field sales people, now I know how important my

job is and the scope for me to advance in my career.

- a Frontline Manager

”In August 2016, MedicinMan completes 5 years of bring-ing our readers the knowledge, skills and motivation need-ed to pursue field for excellence. We are grateful for your continued patronage and support. - Editor

In August, MedicinMan will be stepping into our 6th year of publication. When we started 5 years ago, nothing like this had been attempt-

ed – a digital magazine to foster field force excel-lence in pharma.

Today MedicinMan has grown into a com-munity of pharma professionals — right from Medical Reps and Frontline Managers, to C-Suite executives — who are passionate about making field sales work meaningful while driving customer satisfaction and busi-ness profitability.

Recently, a young brand manager had this to say on Facebook:

“... just by reading MedicinMan for the last two years, I have moved into product management.”

Thanks to Prof. Vivek Hattangadi, Mala Raj and many others for their contributions on the sub-ject.

Another young FLM said:

“Sir, before MedicinMan, I thought nobody cared for field sales people, now I know how important my job is and the scope for me to advance in my career.”

Thanks to Hariram Krishnan, Salil Kallianpur and many others for their valuable inputs.

Over the past 5 years, I have received over a hundred such messages on Facebook, LinkedIn, SlideShare, Twitter, Facebook Messenger and WhatsApp.

We’re glad that we made a difference and will continue to do so in the years ahead.

Going ahead, a regular feature in the magazine will be a section featuring frontline professionals who have been recognized by their company for top performance.

Have you won an award from your company for performance in the last quarter? Send us details along with a picture of you receiving the award and we will publish it in the mag-azine. -Editor

Editorial

MedicinMan Turns Five

Connect with Anup on LinkedIn | Facebook | Twitter

Anup Soans is an L&D Facilitator, Author, Pharma Consultant and Editor - MedicinMan

Visit: anupsoans.com

Meet the editor

http://www.anupsoans.com

App Store: https://itunes.apple.com/us/app/medicin-man/id1077336476?

Google Play: https://play.google.com/store/apps/de-tails?id=com.medicinman.apps

MedicinMan 2.0 features a new and reader-friendly look with easy-to-navigate menus and powerful in-app sharing features.

MEDICINMAN APP 2.0

Developed in partnership with :

Pharma Sales

Pharma Brand Management

Frontline Management

Training and Coaching

Human Resources

Tech and Social Media

Industry Reports

MEDICINMANField Force excellence

LEARNING ON-THE-GO WITH THE THOUGHT LEADERS OF PHARMA

CONTENTS Our mission is the collective improvement of the

pharma sales and marketing ecosystem - leading

to better relationships with doctors and better out-

comes for patients.

MedicinMan Volume 6 Issue 8 | August 2016

Editor and Publisher

Anup Soans

Chief Mentor

K. Hariram

Editorial Board

Salil Kallianpur; Prof. Vivek Hattangadi; Shashin Bodawala; Hanno Wolfram; Renie McClay

Executive Editor

Joshua Soans

Letters to the Editor: [email protected]

1. Digital Marketing Kickstarter for Pharma Marketers ..........................................................6

Q&A with Salil Kallianpur on the state of digital in pharma marketing today and the direction in which pharma marketers need to go to craft successful digital strategies.

Salil Kallianpur

2. How to Tell if Your Sales Manager is an Effective Coach ................................................11

Sales coaching impacts toplines. Is your sales manager getting it right?

K. Hariram

3. Digital Marketing Case Study: Janssen Creates Patient Awareness Around Migraine ..............................................................................14

How Janssen used an integrated approach to patient education on migraine using web, social media and traditional media to reach thousands of affected individuals.

Dinesh Chindarkar

4. Digital Marketing in Pharma - Getting Priorities Right .................................................19The wellbeing of patients should be woven into the very fabric of any digital marketing strategy, not be a mere afterthought.

Abhishek Dhama

4 | MedicinMan August 2016

Have you won an award from your company for performance in the last

quarter? Send us details along with a picture of you receiving

the award and we will publish it in MedicinMan.

NOW AVAILABLE ON

(click on the books to purchase on flipkart)

SuperVision for the SuperWiser Front-line Manager is a tool to help pharma pro-fessionals transition from super salesmen to great front-line managers and leaders. The book will equip front-line managers to Manage, Coach, Motivate and Lead their teams to deliver outstanding performance. An engaging read, filled with examples and illustrations, SuperVision for the SuperWiser Front-line Manager has been used by thousands of managers across the industry.

HardKnocks for the GreenHorn is a specially crafted training manual to enable Medical Representatives to gain the Knowledge, Skills and Attitude needed to succeed in the competitive arena of pharma field sales. Medical Representatives joining the field are often not aware about the key success factors of their job and as a result they get discouraged when things don’t go as planned. HardKnocks for the GreenHorn is a powerful learning and motivational tool for field sales managers to build their sales teams.

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There is a lot of buzz around the word ‘digital’, with many people having their own version of what is and is not ‘digital’. So, what exactly

is digital? And what about other buzzwords like ‘In-ternet of Things (IoT)’ and ‘Social Media Marketing’?

Salil Kallianpur: Simply put, digital technology is how information (words and images) are stored in the form of code. This enables unimaginably vast amounts of in-formation to be compressed onto small storage devices that can be easily preserved and transported.

DIGITAL MARKETING KICK STARTER FOR PHARMA MARKETERSQ&A with Salil Kallianpur on the state of digital in pharma marketing today and the direction in which pharma marketers need to go to craft successful digital strategies.

“Salil Kallianpur | Digital Marketing Kickstarter for Pharma Marketers


Digitization – or converting information to code – also quickens data transmission speeds. This technology has transformed how people commu-nicate, learn, and work.

It is quite understandable that people get confused about what is digital and what is not. The confusion arises when the term ‘digital’ is used without suffix-ing it with either ‘marketing’ or ‘technology’. While ‘digital marketing’ is fairly new at least for pharma, ‘digital technology’ is not.

Digital technology has been used in phones (land-lines) since the 1980s, when the newer models (portable phones versus the old black telephones) were introduced. In the 1990s, digital technology enabled satellite television to enter Indian homes with a variety of 24×7 content, a step-up from the boring, fixed-time, single channel Doordarshan.

In the wider context, digital technology has trans-formed information (as libraries digitized books), the airline industry (as more sophisticated air mon-itoring systems came into vogue) and practically every other industry as well.

Once we understand what ‘digital’ and ‘digitaliza-tion’ means, it is easier to understand that this is the process and everything else is the channel. So-cial media sites like Twitter, Facebook and LinkedIn have used digital technology to create platforms for engagement over the internet.

The amazing thing about social media outlets are that unlike traditional media such as newspa-pers and TV news channels, social media sites do not create any content of their own. They merely provide platforms where it is easy for ordinary us-ers to create their own content and engage with like-minded people from around the world.

It is quite understandable that people get confused about what is digital and what is not. The confusion arises when the term ‘digital’ is used without suffixing it with either ‘marketing’ or ‘technology’. While ‘digital marketing’ is fairly new at least for pharma, ‘digital technology’ is not.



This is called ‘user-generated content’, where users generate the content instead of the website ad-ministrators. Another good example is Wikipedia.

While social media is about humans interacting with machines (computers, mobile phones etc), the Internet of Things (IoT) uses digital technology to make machines interact with machines and hu-mans. This is how a device on your hand can tell the app in your phone how much you walked or ran this morning. Or your laptop at office can switch on the coffee maker at home so that hot coffee awaits you as you drive in. Or the dashboard of your car can inform your doctor if you had a hypoglycemic attack and an accident. This is fascinating stuff and you can imagine how endless the possibilities are with digital technology. In our business of selling medicines, the applications potentially vast and can change the way disease is managed and treat-ed.

I think it is also very important to understand that digital never drives strategy. It is always the brand strategy which decides the channel. Does a leave-behind piece or a visual aid decide the strat-egy of a brand? Of course not. They are just tools that a marketer uses to achieve an overarching brand objective (like create higher brand aware-ness amongst a specialty of doctors).

It is the strategy of the brand that decides on which tools you want to use. It’s the same with digital – these are just channels or tools that one uses as one deems fit. I have always been amused when brand leads come to me and say “I have a Facebook strategy”. You can’t have a Facebook strategy. You have a brand strategy. Using Facebook or not using it depends on that strategy.

MedicinMan: How can the use of digital tech-nology lead to better engagement with doctors and patients?

Salil: Digital technology offers innumerable op-tions to engage with doctors and patients. Cus-tomers engage most effectively with organisations or products that solve a pain point or what we call an ‘unmet need’.

I think it is also very important to understand that digital never drives strategy. It is always the brand strategy which decides the channel.



One of the larger ones in healthcare for quite some time, has been ‘information asymmetry’ or the lack of health information that can be easily under-stood by patients and caregivers. This prevents them from making meaningful choices and taking informed decisions. Websites like iodine.com at-tempt to bridge that gap.

Some other pain points are when patients want to consult another doctor to take a second opinion. This is very different from ‘doctor shopping’. Again, there are websites that allow such discussions. To-day, finding the right doctors, setting up appoint-ments, using mobile/digital prescribing and having medicines home-delivered through online orders reduces costs (makes it easier, sometimes cheaper) for health care transactions.

All this is possible through the use of digital tech-nology. Pharma may not play in all these spaces. However, in its core areas, pharma is making major changes to its operating model to wrap it around the possibilities that digital technology creates.

Globally, there is a move to use big data to glean sharper and more relevant insights into patient and doctor thinking and behavior. There is also a realization that the industry must move away from monologues or ‘pushing’ information to engaging in a conversation or creating a ‘pull’ for information.

This engagement of course will be required across all the possible channels (omni-channel) and must occur almost in real-time. No customer will wait if he/she receives an auto-response saying “Thank you for your email, you will receive a response from us in 7 working days”. Those days are long gone!

Considering the constrained environment that the industry operates in, it is little wonder that pharma is taking so long to institutionalize these changes.

Globally, there is a move to use big data to glean sharper and more relevant insights into patient and doctor thinking and behavior. There is also a realisation that the industry must move away from monologues or ‘pushing’ information to engaging in a conversation or creating a ‘pull’ for information.

Salil Kallianpur | Digital Marketing Kickstarter for Pharma Marketers


However, stellar examples of digital engagement can be found in companies like Pfizer, BI, AZ, J&J, GSK and some more. These convince me that the industry is surely headed in the right direction. In the future, I think we will see more tie-ups and col-laborations to create better and user-friendly prod-ucts. That will make health care democratized (of the patient, for the patient and by the patient) in the true sense.

MedicinMan: How well-prepared are profes-sionals in terms of skill levels to facilitate digital adoption by companies?

Salil: Not much at the moment. Pharma is too entrenched in the traditional style of doing busi-ness. We see human capital being built up within organisations but it is too focused on execution at the moment. There is limited play of digital natives within executive teams where decision making lies. That’s probably why we rarely see brand managers or business heads evolving their plans to grab the massive opportunities that digital creates.

There is no ‘new-orbit’ thinking at the moment and therefore we see pdfs of visual aids on iPads, aspira-tions to create mobile apps (with little understand-ing of what end it will achieve) and 2-hour long CMEs distributed over web streaming platforms, once or twice a year. This belies little or no under-standing of either the medium or the consumer of such content. This is the typical “monologue” or “push” mode that pharma is so comfortable with.

One could argue that reverse mentoring can help move understanding up the chain, but like most things that try to defy gravity, such initiatives rarely gain altitude. I am waiting for the day when phar-ma hires a CEO from a tech company. Someone who is told: “We are in the healthcare (not pharma) space and we need your help to do better in the new age economy.” That will be the day! M

Read the full article here: http://goo.gl/CdJXZK

Salil Kallianpur is an executive in the pharmaceutical industry currently working for GSK. This article is written in his personal capacity and is not endorsed by

his employers. The views are personal.


A glance at the role-responsibility of your Sales Manager (“SM”) will clearly show that the pri-mary responsibility is to COACH and DEVELOP

sales team members.

It is possible that your SM thinks he is doing a great job of Coaching. He may drop the word ‘coaching’ in every conversation, making you believe that he is at it. But the reality may be otherwise.

How do you make sure that your SM is really coaching? These are four pointers are a good test:

1. What does the SM do more often: TELL-ING or ASKING?If the conversation contains more of ‘do this’ or ‘why are you not doing that?’, then you know that the SM is in the ‘telling’ mode. This is unhelpful as it makes his sales team feel like they are there only to be directed and it may lead to poor performance. This also makes them less likely to open up and participate or become collaborative and interactive during joint sessions.

Coaching is almost always about asking relevant ques-tions with a clear intention that the SM is helping the sales person to develop their abilities by and solving their own problems.

A simple question like, “how do you think you will handle this issue or opportunity?” brings about the in-volvement of the sales person and builds his self-con-fidence.

HOW TO TELL IF YOUR SALES MANAGER IS AN EFFECTIVE COACHSales coaching impacts toplines. Is your sales manager getting it right?

K. Hariram

“2. How much time does the SM spend on the field and on ‘on-the-job coaching’?While attending to administrative tasks are im-portant, it cannot come at the cost of being on the field with the sales team. Keep a track of how much time the SM spends on the field making calls with the sales team. This will tell you who is really into coaching.

3. Does the SM feel accountable for his sales team’s performance?Coaching involves being accountable for the per-formance of the sales team and enabling team members to reach their potential. There are 4 steps to this:

1. identifying areas for improvement,

2. involving team members and getting consen-sus,

3. working out an action plan, and

4. getting commitment and establishing ac-countability. A periodic progress check by working with the sales person helps in mon-itoring the action plan. Timely redirection or praise, adds to the progress of the action plan.

4. How the SM fares on key metrics of coaching effectiveness.There are two interesting metrics:

1. Sales teams’ engagement levels and

2. Increased retention. These are good indicators of an SM’s coaching effectiveness.

“Great coaching drives sales performance.” M


Coaching is almost always asking relevant questions with a clear intention that the SM is helping the sales person to develop their abilities by self-directing and solving their own problems.

K. Hariram | How to Tell if Your Sales Manager is an Effective Coach

K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. [email protected]

FFE + CEO ROUNDTABLE AND BRANDSTORM 2017will be held in Mumbai in the month of February 2017. More details to follow.

Field Force Excellence conference + CEO Roundtable is targeted at senior industry professionals in all functions. The CEO Roundtable is the highlight of the event and fea-tures some of pharma’s most well-known leaders.

Past topics include:• Practical Issues in Sales Force Effectiveness (SFE) imple-

mentation• Role Clarity from Front-line Manager to National Sales

Manager• Role of Technology as a Field Force Multiplier• Social Learning for the Field Force• Data Analytics: Actionable Insights for Segmented Mar-

keting• Role of Marketing, Medical, HR and L&D in Building the

Rx Capabilities of the Field Force• Navigating UCPMP, MCI Guidelines and other regulato-

ry issues• Reinvention of Doctor-Field Force interaction through

Digital and Social

Past Speakers include:• Sanjiv Navangul – Managing Director, Janssen India• K. Shivkumar – Managing Director, Eisai• Sujay Shetty – Partner, PwC India• CT Renganathan – Managing Director, RPG LifeScienc-

es• YS Prabhakar – CEO, Sutures India• Ali Sleiman – General Manager India, Merck Serono• Darshan Patel – Partner, PwC• Vikas Dandekar – Editor Pharma, ET• Shakti Chakraborty – Group President, Lupin• Ganesh Nayak – (fmr) CEO and Executive Director,

Zydus Cadila• Bhaskar Iyer – Divn VP, India Commercial Operations,

Abbott• Narayan Gad – CEO, Panacea Biotec• Girdhar Balwani – Managing Director, Invida• K. Hariram - Managing Director (retd.) Galderma India

BrandStorm is the annual MedicinMan event for Brand Managers. The event features thought leaders in pharma brand management addressing the hottest topics of the day.

Past topics include:• UCPMP & MCI Guidelines – Implication for Pharma

Marketing• Brand Building: Case Studies from the Indian Pharma

Market• Unleashing the Power of Digital Marketing – Case

Studies• From Brand Management to Therapy Shaping• Marketing to Hospitals• Case Study: Zifi-AZ• Field Force – Doctor Interaction through use of Digi-

tal and Social Media• How to Optimize Healthcare Communication Cre-

ative Agency Services

Past Speakers include:• PV Sankar Dass – CEO & Director, CURATIO• Darshan Patel – Partner, Pricewaterhouse Coopers• Daleep Manhas – General Manager & Associate Vice

President at McCann Health• Praful Akali – Founder-Director, Medulla Communi-

cations• Pankaj Dikholkar – General Manager, Abbott• Salil Kallianpur – Brand Director, Europe, GSK• Deep Bhandari – Director-Marketing & Sales Excel-

lence, UCB• Shiva Natarajan – General Manager, GSK• Shashank Shanbag – Business Unit Director, MS• Nandish Kumar – DGM and Head – Marketing, FD• Dr. VK Sharma, AVP at Unichem Labs

To partner at the event contact:[email protected] | +91-968-680-2244

IntroductionOne of the foremost questions confronting pharmaceutical marketing is how to use digi-

tal and social media to reach consumers when a prescription brand cannot speak directly to the consumer.

Another question is how to disseminate au-thentic information to patients about a disease. Whether it is a life-threatening disease like can-cer or an irritating headache, dispensing genuine information about the condition is crucial. With correct knowledge about the condition and its treatments, patients can avail timely medical ad-vice, care and improve their quality of life.

The biggest question remains – how to make patients aware about the disease and its conse-quences?


How Janssen used an integrated approach to patient education on migraine using web, social media and traditional media to reach thousands of affected individuals.

Dinesh Chindarkar

DIGITAL MARKETING CASE STUDY

JANSSEN CREATES PATIENT AWARENESS

AROUND MIGRAINE

Dinesh Chindarkar | Digital Marketing Case Study: Janssen Creates Patient Awareness Around Migraine


BackgroundMigraine is a condition in which the common symptom is headache and is experienced by al-most 90 million Indians, of which less than 20 per-cent seek treatment. Out of these, only 8 million complete the treatment.

There are immense myths surrounding the con-dition and migraine patients are often misunder-stood. Although migraine manifests as a headache, it is starkly different from regular headaches.

Thus, when Janssen wanted to build their brand for tackling migraine, the biggest challenge was to help patients differentiate between migraine and a regular headache and to see a doctor if they sus-pected it to be migraine.

Additionally, rampant consumption of over-the-counter pain killers by patients to ‘cure’ headaches was another challenge. Therefore there was a need for novel ways to reach out and educate patients and their care-givers about migraine.

From this background arose an integrated cam-paign covering multiple channels from field force involvement and patient education at the doctor’s clinic to digital and social media, through which genuine medical information could be disseminat-ed.

This initiative was christened Me Without Migraine as the consumer insight was that ‘I am not myself when I get a headache’.

“...the biggest challenge was to help patients differentiate between migraine and a regular headache and to see a doctor if they suspected it to be migraine.

“


Me Without Migraine – an integrated campaign to raise migraine awareness by JanssenThe first step was to create an information hub that would serve as the center of the campaign where patients could be directed to get help. A website was launched with several resources for migraine sufferers including a ‘migraine test’ to help patients distinguish between regular head-aches and migraines. The test ensures increased patient foot-falls to the Doctor by empowering pa-tients to get relief from this debilitating condition.

The website has a number of useful features, nota-ble among which are:

è Locate Your Doctor tool – patients can locate a neuro physician/ migraine specialist nearby by entering their PIN code and filtering by ra-dius.

è Migraine Diary – for patients to keep track of episodes and share the details with their doc-tor

è Migraine Myth Buster – to address commonly held beliefs about migraines

The second step was to drive traffic to the website by creating catchy content and sharing it across different media platforms. Facebook was used to convey messages in an interesting and ‘easy to use’ manner using visuals and videos.

A website was launched with several resources for migraine sufferers including a ‘migraine test’ to help patients distinguish betewen regular headaches and migraines.


“


Articles in magazines, blogs, forums and interviews with doctors, engaged consumers and pushed them to visit the Me Without Migraine website. The online campaign was supported with mass media and Digital PR.

All this efforts were integrated strongly with the field force which helped amplify the noise and helped grow the prescription share in less than a year.

Result of the CampaignOver a period of 10 months from the launch of the campaign, Janssen saw a humongous response from patients. The digital reach of the campaign was over 14 million people with over 2 lac people getting engaged through Facebook and Twitter pages. The Me Without Migraine website saw a foot-fall of over two lac visitors out of which half took the migraine test. The Facebook page for the cam-paign has over 50,000 likes.

The PR campaign too saw immense success where coverages reached almost 5 crore people! The doc-tor locator tool on the website was especially help-ful to patients, who could easily access migraine specialists (a doctor specialty which was quite un-known until then) nearby and get treated.

Agency’s PerspectiveWith greater penetration of mobile and internet usage, both among doctors and patients, integrat-ing digital and conventional marketing is the way forward. Carefully designed campaigns and a fo-cused approach can engage both customers and consumers in a way that was never possible before.

The doctor locator tool on the website was especially helpful to patients, who could easily access migraine specialists (a doctor specialty which was quite unknown until then) nearby and get treated.



The health insight in the Me Without Migraine cam-paign was the key element for initiating the cam-paign.

With various channels available to reach the con-sumers at large, selecting the right media mix was critical. An integrated approach that could encom-pass a larger audience was adopted for the cam-paign. Regular analytics were deployed to measure ROI.

The website’s SEO was a significant exercise as there are increased searches around the topic of migraines. Specifically for two keywords around migraine, the website now ranks on Page 1 and 2 of Google Search.

With print still being a strong influencer, health PR articles around contextual migraine trends like summer season or during exam period made big stories too, significantly contributing to awareness.

It is important to note that an initial digital mar-keting push, followed by the social network effect, works well in the healthcare domains. There were encouraging responses from patients and caregiv-ers after the launch. Social tagging led to further growth of the community and people expressed their views freely about their condition and helped each other in sharing ideas about managing their symptoms.

Me Without Migraine won 2 awards at the recently concluded DigiPharmaX - Business World awards ceremony in two categories namely, ‘Best Pharma Social Media’ and ‘Best Digital Community Building’. The campaign also won the Gold at SABRE Awards , South Asia 2016 in the Healthcare category. M

Dinesh Chindarkar is the Co-founder & Director of MediaMedic Communica-tions – a healthcare com-munications firm that offers integrated communications.

Email: [email protected] Twitter: @dinchin1



There seems to be a lot of noise around ‘digital’ in pharma marketing circles these days.

One hears a lot of talk around: ‘I am now in dig-ital’, ‘I too want to be in digital’, ‘Do you know an app developer?’, ‘I think SEO can help’.

Steve Jobs once said that everything was a pressing is-sue if it had to do with Apple. In pharma, it seems that after closing and sales push, only digital is a pressing issue these days.

It is great to be in digital, especially if it can positively impact a patient’s life, but that is precisely where we are lagging. No strategy, digital or otherwise, should be crafted without first putting the patient at the cen-tre.

People buy medicine with the hope of personal or family well-being and that faith and trust needs to be repaid by focusing on issues that are really important to patients, keeping in mind that our own families are also part of the healthcare system.

In the book Lean In by Sheryl Sandberg, she explains how during her pregnancy she waddled into Larry Page’s office and demanded pregnancy parking, pref-erably sooner than later. Not only was she granted it, the company drafted a new policy for expectant mothers.

Moral of the story: we should focus on things that will impact us as well as those around us. In terms of a dig-ital strategy, the patient’s wellbeing should be woven into its very fabric and not be a mere afterthought. M

DIGITAL MARKETING IN PHARMA - GETTING PRIORITIES RIGHTThe wellbeing of patients should be woven into the very fabric of any digital marketing strategy, not be a mere afterthought.

Abhishek Dhama

Abhishek Dhama is Account Planner at Publicis Life Brands

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